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2025-08-14 11:10本頁(yè)面
【正文】 Source: IMS publications/research。 World Bank reports15% Bn62% Bn14% Bn9% BnUS$ BnOTC %Generic%Branded Generic %Patented %Segment CAGR19% Bn45% Bn18% Bn18% BnUS$ Bn23% Bn37% Bn19% Bn21% BnUS$ BnCAGR=%China pharmaceutical market(1) 中國(guó)醫(yī)藥市場(chǎng)將會(huì)有較大的發(fā)展 專利藥市場(chǎng)主要由國(guó)際大型醫(yī)藥公司主導(dǎo)；且隨著WTO的進(jìn)程，專利藥市場(chǎng)將有相當(dāng)程度的發(fā)展 普藥市場(chǎng)仍舊占據(jù)市場(chǎng)的大部分 品牌普藥的比重將會(huì)上升中國(guó)化學(xué)制藥企業(yè)的可能業(yè)務(wù)模式選擇和關(guān)鍵因素分析外包業(yè)務(wù)普藥制造許可經(jīng)營(yíng)產(chǎn)品營(yíng)銷/銷售制造規(guī)模效應(yīng)工藝技能重點(diǎn)產(chǎn)品、大市場(chǎng)份額建立與制藥廠商的戰(zhàn)略合作關(guān)系— 生產(chǎn)制造有向中國(guó)轉(zhuǎn)移的趨勢(shì)— 進(jìn)一步建立核心競(jìng)爭(zhēng)力— 進(jìn)入高端市場(chǎng)的有效途徑產(chǎn)品組合戰(zhàn)略 重點(diǎn)產(chǎn)品戰(zhàn)略 產(chǎn)品系列戰(zhàn)略有進(jìn)入障礙的特殊技能渠道戰(zhàn)略統(tǒng)一品牌戰(zhàn)略產(chǎn)品儲(chǔ)備管理 其他地區(qū)已有銷售的產(chǎn)品 開(kāi)發(fā)后期的產(chǎn)品營(yíng)銷管理** 必須考慮市場(chǎng)環(huán)境因素，對(duì)專利的保護(hù)情況今日議程介紹思騰思特公司和 EVA? 價(jià)值管理體系項(xiàng)目研究主要發(fā)現(xiàn) 國(guó)際、國(guó)內(nèi)醫(yī)藥行業(yè)投資回報(bào)率結(jié)論制藥 零售生物制藥 中國(guó)制藥和零售企業(yè)國(guó)際實(shí)例研究關(guān)鍵成功要素業(yè)務(wù)模型復(fù)星實(shí)業(yè)未來(lái)面臨的挑戰(zhàn)EVA管理體系將如何提供協(xié)助、應(yīng)用 總部、各實(shí)業(yè)公司復(fù)星未來(lái)將面臨的挑戰(zhàn)集團(tuán)多元化戰(zhàn)略的評(píng)估各業(yè)務(wù)板塊、子分公司的價(jià)值定位和業(yè)務(wù)模式選擇并購(gòu)后整合從國(guó)內(nèi)上市公司表現(xiàn)看 — 多元化集團(tuán)的表現(xiàn)整體不佳從國(guó)際公司的實(shí)踐來(lái)看 — 醫(yī)藥相關(guān)行業(yè)的全面多元化集團(tuán)尚不多見(jiàn)從復(fù)星實(shí)業(yè)的歷年價(jià)值創(chuàng)造表現(xiàn)看 — 資本回報(bào)率有下降趨勢(shì)醫(yī)藥工業(yè)確定在行業(yè)價(jià)值鏈上的定位及業(yè)務(wù)模式原料藥、普藥制劑、品牌藥外包業(yè)務(wù)、普藥生產(chǎn)、許可經(jīng)營(yíng)如何在選定的業(yè)務(wù)模式下，確立自身的核心競(jìng)爭(zhēng)力產(chǎn)品組合策略、生產(chǎn)制造、銷售和營(yíng)銷醫(yī)藥零售增長(zhǎng)模式 — 并購(gòu)策略門(mén)店分布策略、業(yè)態(tài)策略、門(mén)店管理 — 創(chuàng)新思維激勵(lì)考核體系 — 如何使下屬企業(yè)經(jīng)營(yíng)者和員工的努力方向與集團(tuán)目標(biāo)一致管理提升 — 如何有效明辨協(xié)同效應(yīng)和潛在價(jià)值EVA管理體系對(duì)復(fù)星實(shí)業(yè)的作用復(fù)星實(shí)業(yè)子分公司業(yè)務(wù)組合管理的決策支持投資評(píng)估的分析框架以價(jià)值為導(dǎo)向的評(píng)估激勵(lì)體系基于價(jià)值的目標(biāo)設(shè)定和計(jì)劃過(guò)程EVA價(jià)值驅(qū)動(dòng)杠桿分析發(fā)掘管理提升的方向有效的價(jià)值激勵(lì)導(dǎo)向，創(chuàng)建追求價(jià)值的企業(yè)文化提供決策判斷的分析框架基于價(jià)值的目標(biāo)設(shè)定和計(jì)劃過(guò)程Taking a closer look at WalMart and Kmart, we can breakdown EVA into its ponents to pare the two paniesThe first thing we notice is the difference in margins, leading one to believe that K Mart exhibits stronger performance than WalMart.Why is WalMart’s COGS higher than Kmart’s should they reduce their COGS?Encourage participants to guess until someone points out that WalMartamp。039。s whole strategy centers around “Everyday low Pricing”. WalMartamp。039。s COGS aren’t high, but they price goods at lower margins to drive traffic and business through the store and make up for it in volume.WalMart’s strategy is low prices, so of course they have lower margins than K Mart. WalMart more than makes up for these lower margins through efficiency. If we look at the next line, SGamp。amp。A WalMart’s lower operating expenses more than offset the lower margins,Finally, a much lower capital charge pletes the picture. WalMart creates a value, while K Mart destroys value.So, while metrics that reflect the underlying elements of EVA are useful pieces of information to run the business, it is leadership’s job to craft strategies which tradeoff each other, to most effectively create EVA.
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